Publication Date:

Discipline:

Source:

Product number:

Length:

Also Available in:

description

Bhagwan Mahaveer Viklang Sahayata Samiti (BMVSS) is an Indian not-for-profit organization engaged in assisting differently-abled persons by providing them with the legendary low-cost prosthesis, the Jaipur Foot, and other mobility-assisting devices, free of cost. Known for its patient-centric culture, its focus on innovation, and for developing the $20 Stanford-Jaipur knee, BMVSS has assisted over a million people in its lifetime of 44 years. As the founder, Mr. D.R. Mehta, thinks about the financial sustainability of BMVSS, he must devise a strategy that will sustain its human impact well into the future.

Publication Date:

Discipline:

Source:

Product number:

Length:

Also Available in:

description

Set in 2008, the case details Tech Mahindra, an information technology (IT) company within the Mahindra Group, an Indian multi-industry company with a diverse stable of businesses including automotives, farm equipment, and financial services, and its decision to acquire controlling stake in Satyam Computer Services Ltd. (Satyam), a troubled Indian IT company managed since January 2009 by a six-member government-appointed caretaker board. Anand Mahindra, Chairman and Managing Director of the Mahindra Group, saw the acquisition of Satyam as a strategic opportunity to move to the next level of growth. The acquisition would allow the Group to diversify across verticals, customers, and geographies, market a wide range of services to Satyam's strong customer base, and capitalize on common support systems in order to reduce operating costs and secure operational synergies. His brief to Vineet Nayyar-the vice chairman and managing director of Tech Mahindra and the vice chairman of Satyam-and C.P Gurnani-the CEO of Mahindra Satyam-was based on a set of clear principles: rectify the issues related to corporate governance; ensure an environment of trust where ethical conduct was valued; manage reputation risks by meeting customers and demonstrating the Mahindra Group's commitment; and restore faith within customers through newfound business models of delivery and engagements. As Nayyar reflected on Anand Mahindra's words, he wondered what series of business decisions he would have to make in order to retain the good elements, throw out the bad pieces, regain trust, and trigger change within the newly anointed Mahindra Satyam.

Publication Date:

Discipline:

Source:

Product number:

Length:

Also Available in:

description

In an era of rapidly evolving systems of health care delivery, the impact on patients, physicians, hospitals, medical device manufacturers and small business owners are often conflicting. This case highlights these conflicts and stressors from all perspectives, providing unique insights and offering potential options.

Publication Date:

Discipline:

Source:

Product number:

Length:

Also Available in:

description

Bhagwan Mahaveer Viklang Sahayta Samiti (BMVSS) is an Indian not-for-profit organization engaged in assisting differently-abled persons by providing them with the legendary low-cost prosthesis, the Jaipur Foot, and other mobility-assisting devices, free of cost. Known for its patient-centric culture, its focus on innovation, and for developing the $20 Stanford-Jaipur knee, BMVSS has assisted over a million people in its lifetime of 44 years. As the founder, Mr. D.R. Mehta, thinks about the financial sustainability of BMVSS, he must devise a strategy that will sustain its human impact well into the future.

Publication Date:

Discipline:

Source:

Product number:

Length:

Also Available in:

description

"Business Schools Face Test of Faith." "Is It Time to Retrain B-Schools?" As these headlines make clear, business education is at a major crossroads. For decades, MBA graduates from top-tier schools set the standard for cutting-edge business knowledge and skills. Now the business world has changed, say the authors of Rethinking the MBA, and MBA programs must change with it. Increasingly, managers and recruiters are questioning conventional business education. Their concerns? Among other things, MBA programs aren't giving students the heightened cultural awareness and global perspectives they need. Newly minted MBAs lack essential leadership skills. Creative and critical thinking demand far more attention. In this compelling and authoritative new book, the authors: · Document a rising chorus of concerns about business schools gleaned from extensive interviews with deans and executives, and from a detailed analysis of current curricula and emerging trends in graduate business education · Provide case studies showing how leading MBA programs have begun reinventing themselves for the better · Offer concrete ideas for how business schools can surmount the challenges that come with reinvention, including securing faculty with new skills and experimenting with new pedagogies Rich with examples and thoroughly researched, Rethinking the MBA reveals why and how business schools must define a better pathway for the future.

Publication Date:

Discipline:

Source:

Product number:

Length:

Also Available in:

description

The case focuses on how Pratham, a non-governmental organization, provided quality education to underprivileged children in India by collaborating with the government. It focuses on the problem Madhav Chavan, the founder, is trying to solve, the contributing factors that have caused this problem not to be solved till now, Madhav's theory of change, questions about whether these activities (inputs) will affect the outputs and have an impact, what will it take and how will we know if Pratham is successful, and recommendations about what Madhav should do next.

learning objective:

To understand the interrelationship between strategy, organization design innovation, implementation, and change management in bringing about large scale change.

Publication Date:

Discipline:

Source:

Product number:

Length:

Also Available in:

description

Nippon Steel Corporation, the largest Japanese steel producer and second largest in the world faces challenges in pursuing strategy to become a true global player. Nippon Steel had long been the top Japanese company, however the emergence of a global player, Arcelor-Mittal, prompted globalization of the steel industry. The company feels the urgent need to also globalize the company by not just increasing overseas production but also making necessary changes to the company structure.

Publication Date:

Discipline:

Source:

Product number:

Length:

Also Available in:

description

In 2008 the Boston-based Harvard Business School would turn 100. As the centennial year began, the HBS community and leadership were reflecting on how the School might fulfill its mission to "develop business leaders who make a difference in the world" in the next century. This case focuses on the school's commitment to general management education and its implementation in an increasingly globalized business world.

learning objective:

This case is part of a series of cases designed to explore the changing business school environment and alternative approaches taken by different institutions. The cases can be taught individually or collectively. The Harvard Business School case focuses on the challenges of teaching general management skills and perspectives and ensuring relevance to management practice and how one institution has responded in that direction.

Publication Date:

Discipline:

Source:

Product number:

Length:

Also Available in:

description

The University of Chicago Graduate School of Business offered a discipline-based, flexible MBA program to full time, evening, weekend, and executive MBA students. At a time when other MBA programs were introducing significant changes to their curricula, Chicago felt its traditional approach worked well, and it was not contemplating significant change. This case describes Chicago's approach to MBA education and the challenges it faced.

learning objective:

This case is part of a series designed to explore the changing business school environment and alternative approaches taken by different institutions. The cases can be taught individually or collectively.

*required field. You can change details at any time before activation.

The enrollment number will not limit students' access to materials. Accurate enrollment allows
us to manage site traffic and course activity.

If your course is affiliated with an institution not listed here or you need to create a course to last longer than 6 months,
please contact HBP Customer Service at custserv@hbsp.harvard.edu or 800-545-7685.

Type the information in each box. Boxes marked with an asterisk (*) are required information.
You can change the coursepack information, including the Start and Stop Dates and the quantity,
at any time before you activate the coursepack.

If your coursepack is affiliated with an institution not listed here or you need to create a coursepack
which is longer than 6 months, please contact HBP Customer Service at custserv@hbsp.harvard.edu
or 800-545-7685.